Tips to reach mindfulness at work

Tips to reach mindfulness at work | A connected culture supports U2's widespread success | How going public changed Etsy Created for {EMAIL} | [Web Version]( ADVERTISEMENT November 28, 2017 CONNECT WITH SMARTBRIEF  [LinkedIn]( [Facebook]( [Twitter]( [Google+]( [SmartBrief on Leadership]( [SmartBrief on Leadership]( Innovative Ideas. Ahead of the Curve. [SIGN UP]( ⋅ [FORWARD]( [] Leading Edge [] [Tips to reach mindfulness at work]( Achieving reflective, mindful work is easier when you take time out to be introspective and practice being in the moment by refusing to multitask, writes Alaina Love. "You'll feel more balanced; you will become less reactive and more thoughtful as events in the workplace unfold; and you'll be far more able to effectively manage stress," she writes. [SmartBrief/Leadership]( (11/27) [LinkedIn]( [Twitter]( [Facebook]( [Google+]( [Email]( [] [A connected culture supports U2's widespread success]( A strong internal culture has helped the band U2 maintain a strong following and receive 22 Grammy Awards, writes Michael Stallard. The members promote a connected culture by sharing their vision and values and showing they care about each person on the team by supporting them and giving them a voice. [SmartBrief/Leadership]( (11/27) [LinkedIn]( [Twitter]( [Facebook]( [Google+]( [Email]( FREE E-Book, O Great One! by David Novak O Great One! Is an inspirational parable about the awesome power of Recognition. Learn about the positive effects of delivering well-deserved recognition. Be among the first 500 new subscribers to oGoLead by Friday, December 5th and you will receive the EBook for FREE. [Click here to find out more](. ADVERTISEMENT [] Strategic Management [] [How going public changed Etsy]( After Etsy went public in 2015, many felt the company traded in several of its high environmental and social standards in favor of profitability, causing it to lose its B Corporation status, writes David Gelles. Josh Silverman took over as CEO shortly after the switch and began turning around slowing growth with customer incentives like holiday promotions and by boosting efficiency with fewer people on the payroll, enhancing the company's direction and accountability and increasing its tolerance for risk. [The New York Times (free-article access for SmartBrief readers)]( (11/25) [LinkedIn]( [Twitter]( [Facebook]( [Google+]( [Email]( [] Smarter Communication [] [Encouraging criticism can inspire employees to share useful feedback]( Don't be afraid to ask employees for dissenting ideas instead of assuming that not hearing from them means nothing is wrong, writes Ron Carucci. Regularly encouraging criticism creates an atmosphere in which people can feel comfortable giving honest, valuable feedback. [Harvard Business Review online (tiered subscription model)]( (11/23) [LinkedIn]( [Twitter]( [Facebook]( [Google+]( [Email]( [] [Focus communications around building success for a more engaged audience]( Capturing leaders' attention can be made easier by expressing the ways in which you can support their success, writes Robert Ford. Making communications more personal, pulling out corporate language and connecting listeners to the bigger picture can help capture an audience's attention. [LeaderCommunicator Blog]( (11/27) [LinkedIn]( [Twitter]( [Facebook]( [Google+]( [Email]( [] Innovation & Creativity A weekly spotlight on making the next big thing happen [] [How to jump-start innovation]( Encouraging innovation at all levels of an organization rather than just within the research and development department can spark new discoveries company-wide, write Victor Assad and Ataman Ozyildirim. Effective use of metrics and promoting a collaborative culture of innovation makes companies stand out from lagging competitors. [Chief Executive online]( (11/25) [LinkedIn]( [Twitter]( [Facebook]( [Google+]( [Email]( [] SmartPulse [] How willing are you to take a risk and let team members make decisions? Mostly -- I let them make decisions within reasonable limits. 84.12% Very -- I always let them make decisions, irrespective of risk. 12.06% Not very -- I withhold most decision-making authority for myself. 2.94% Not at all -- I need to make all the decisions because of the risks. 0.88% [] Empower your people. The vast majority of you leave it to your teams to make decisions. It's a matter of balancing risk and empowerment. The more you empower, the more risk you assume. For bigger decisions where you're going to empower your team members, be specific about the risks you're going to take, and ensure you back up those team members if things go wrong. For those of you not yet empowering your people, start with some small decisions and see how it goes. If they make good decisions, keep increasing their decision-making scope. It's the only way they're going to build the skills themselves. -- Mike Figliuolo is managing director of [ThoughtLeaders](. Before launching his own company, he worked at McKinsey & Co., Capital One and Scotts Miracle-Gro. He is a graduate of the U.S. Military Academy at West Point. He's the author of three leadership books: "[One Piece of Paper](," "[Lead Inside the Box](" and "[The Elegant Pitch](." [] How effective is your organization at implementing effective measurement practices? [Vote]( [Very -- We're rigorous about the measurement methods we use.]( [Vote]( [Mostly -- Sometimes we're not as effective as we could be.]( [Vote]( [Not very -- We're only disciplined when measuring major metrics.]( [Vote]( [Not at all -- We're terrible in our measurement practices.]( [] In Their Own Words [] [Open communication, criticism important to National Institutes of Health exec]( As director of the National Institutes of Health, Francis Collins keeps an open channel of communication with the leaders of the 27 institutes and centers, meeting nearly every week to discuss successes and problems. "I try to surround myself with people who are incredibly bright and who are empowered to speak the truth about anything we're doing, things that we're forgetting and things that we might be proposing that are going to turn out badly," he said. [The Washington Post (tiered subscription model)]( (11/20) [LinkedIn]( [Twitter]( [Facebook]( [Google+]( [Email]( [] Daily Diversion [] [Special brain adaptation helps bats navigate quickly and catch prey]( The part of a bat's brain called the superior colliculus is specially adapted to translate auditory sensations in order to guide speedy, accurate body movements, according to a new study. "It has to take in lots of information and crunch that data very quickly to do something with it," said study leader Melville Wohlgemuth. [BBC]( (11/27), [The Journal of Neuroscience]( (11/27) [LinkedIn]( [Twitter]( [Facebook]( [Google+]( [Email]( [] [] All changes, even the most longed for, have their melancholy; for what we leave behind us is a part of ourselves. Anatole France, writer [LinkedIn]( [Twitter]( [Facebook]( [Google+]( [Email]( [Sign Up]( [SmartBrief offers 200+ newsletters]( [Advertise]( [Learn more about the SmartBrief audience]( Subscriber Tools: [Manage Subscriptions]( [Update Your Profile]( [Unsubscribe]( [Send Feedback]( [Archive]( [Search]( Contact Us: Jobs Contact - jobhelp@smartbrief.com Advertising - [Laura Engel](mailto:lengel@smartbrief.com) Editor - [James daSilva](mailto:leadership@smartbrief.com) Mailing Address: SmartBrief, Inc.®, 555 11th ST NW, Suite 600, Washington, DC 20004 © 1999-2017 SmartBrief, Inc.® [Privacy policy]( | [Legal Information]( Â